Good morning PMI Minnesota! in an effort to go green and to help your mobile access I’ve translated the Green Project Management presentation into a highlights post! Here’s a Link to the USGBC’s & LEED as well – http://www.usgbc.org/DisplayPage.aspx?CMSPageID=1988 Slide 2 — Why “Think Green”? •All systems (economic, social, etc.) depend on the link to living systems •Our natural resources are… [Read more…]
March 31, 2011 by Michiko Diby
It’s great to learn new models. I LOVE models. I like to think about how they can be applied, and I get excited about both the predictive ability of models and the capacity for goodness that exists when a model is well executed. But I’ve learned that the reality is that you will never be… [Read more…]
March 19, 2011 by Adrian Reed (UKAdrianReed)
As experienced change practitioners, I’m sure we’ve all worked on projects that have been difficult. The unfortunate truth is that some projects gain so much momentum, they become “too big to fail”. These projects steamroll their way through organizations, and have a tendency to displace anyone that dares to challenge them. Sometimes when working closely… [Read more…]
January 28, 2011 by David Kohrell
The essential concept of progressive elaboration is that organizations, teams, and people do not have to have all the pieces and parts fully known before beginning. Don’t get me wrong, having details is important, but not for everyone. This approach fits very well with the change driven methodologies of Agile and Lean Software Development. Communication… [Read more…]
January 25, 2011 by David Kohrell
Prove it Maneuvering the political gauntlet through artful conversation and word-smithing will not resolve conflict. Nothing will stop conflict the like graceful execution and control of a project that leads to on time, on budget completion. This is the area where the project management fundamentals are a focal point. Earned value may not be glamorous,… [Read more…]
January 22, 2011 by David Kohrell
While environmental IQ through stakeholder’s analysis addresses the outside / in part of the equation, evaluate the team’s pulses addresses the inside / out. When the two are balanced through an equal amount of attention and thought, then the conflict potential is lowered. There are two steps for knowing a teams pulse.
January 21, 2011 by David Kohrell
We have IQ, there’s Emotional Intelligence (EI) – I say we add EQ – environmental intelligence based on applying that Emotional Intelligence to what’s going on with stakeholders. A quick recap, a stakeholder is someone who has a professional interest in the outcome of a project. That interest may be acknowledged and formalized – corporate… [Read more…]
January 20, 2011 by David Kohrell
Step Two of Resolving Virtual Team Conflict is to treat it as a potential risk. The advantage of looking at team conflict as a risk is it’s an easier to say “hey let’s treat team conflict as a risk element, something that might happen” rather than “gee, we’re conflicted and at each others throat, upper… [Read more…]
January 11, 2011 by David Kohrell
Virtual teams are geographical dispersed teams (GDT) who are formed for a variety of reasons. Sometimes the virtual team is formed as a result of mergers and acquisitions (M&A), or a collaboration among organizations may trigger it, perhaps a key employee moves or a company wishes to get some “boots on the ground” in a… [Read more…]
January 10, 2011 by David Kohrell
Schedule (Activity Duration or Activity Resource) and Cost estimating are two lynch pins for business analysis and project management. The most common estimate techniques are: analogous, bottom-up, parametric and three-point – PERT. For those pursuing a CBAP® or PMP® how to use them and whether those are mutually exclusive can become a bit confusing. The… [Read more…]
January 2, 2011 by tapuniversity
The stats helper monkeys at WordPress.com mulled over how this blog did in 2010, and here’s a high level summary of its overall blog health: The Blog-Health-o-Meter™ reads Wow. Crunchy numbers A helper monkey made this abstract painting, inspired by your stats. About 3 million people visit the Taj Mahal every year. This blog was… [Read more…]
December 28, 2010 by David Kohrell
Synonymous term or a different term, that’s a common question we receive in our course delivery for secondary versus residual risks. Those two terms do sound quite a bit a like. Are they? They’re similar concepts but are different! Secondary risk occurs once a risk event triggers and the appropriate management response strategy deployed. The… [Read more…]
September 30, 2010 by David Kohrell
Risk management weaves through multiple disciplines. Addressing potential future events, both good and bad, is the focus of risk management. There are two primary factors: 1) the probability of that event occurring and 2) the impact of that event occurring. Take those two together (multiply) and a Risk Priority Number can be calculated. For example… [Read more…]
August 8, 2010 by David Kohrell
In a Request For Proposal selection process or project a flexibility, well defined rubric is critical. That rubric is more commonly known as score sheets, scales and weights. The best practice is to define that rubric prior to issuing the RFP – the selection committee needs to know 1) what they are selected and 2)… [Read more…]
July 27, 2010 by tapuniversity
A Request For Quotation is a seller selection process where the buyer knows what they need and specifies quantity, terms, even target price. It is a companion, complimentary seller/vendor selection tool to the Request For Proposal. You might use a RFQ at your work place and not even realize it. For example purchasing 100 copies… [Read more…]
July 24, 2010 by David Kohrell
A Request For Proposal (RFP) is a common way to select for a vendor based solution or product. They are used when what is needed can be identified and described, but a detailed step by step method may not be known. RFP’s may result in a fixed bid or cost plus performance contract awarded to… [Read more…]
May 13, 2010 by tapuniversity
The Project Management Institute (PMI) has recently made three knowledge assessments available through Prometric. These assessments are based on PMI’s standards, but PMI claims that they are not meant to predict performance on their certification exams (such as the Project Management Professional (PMP®)). The three assessment areas are Project Management, Program Management, and Portfolio Management.… [Read more…]
May 6, 2010 by tapuniversity
For large, long-term projects especially, rather than pay the contractor the full payment when the project is complete, partial payments may be made throughout the duration of the project. These partial payments are called Progress Payments. They typically are tied to certain stages of progress or milestones. For example, for a construction project to build… [Read more…]
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September 29, 2011 by David Kohrell
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